Risk Profile: Financial – Revenue/funding

Risk Profile: Financial – Revenue/funding (PDF version)

Risk of insufficient revenue/funding related to financial instability, decreased operating revenue and/or inability to meet expenditure expectations/requirements. This may result from insufficient capital funding, funding cuts, provincial funding reforms, variability in funding/revenue sources, inadequate fundraising revenue and overall financial loss which could have significant impact on operations. This document contains information entered by your peers in the Risk Register application to help you manage this risk.


  • Likelihood – average score 3.41
  • Impact – average score 3.67

The Risk Register allows for risks to be assessed on a five-point likelihood and impact scale, with five being the highest.

Key controls/mitigation strategies

  • External relationship management
    • Active engagement and knowledge sharing with government, provincial ministries or regional authorities
    • Government communication strategies with the aim to inform the government of:
      • decreased funding sources
      • increased need for operational expenditure
      • potential one time funding
      • promote equity in funding
      • confirmation of funding at the  beginning of the fiscal year
    • Membership in committees that influence funding decisions
    • Effective management of financial donor retention
    • Transparent financial donor communication strategies
    • Excellent diversified fundraising program and donor stewardship program
    • Strong working relationship with foundation and early identification of potential fundraising shortfalls
  • Internal financial management and projections
    • Annual Board approval of budget
    • Budgeting process that includes identification of financial pressures and recovery plans
    • Funding program and revenue generation-focused steering committee/working group with Senior Management and Foundation participation
    • Continuous engagement and communication between finance representatives and clinical and non-clinical operational teams (e.g. regular finance steering committee meetings)
    • Review of revenue, expense and operating forecasts to identify appropriate activities (e.g. invest in solutions or activities that will increase future funding)
    • Contingency plan in place for unanticipated expenses (e.g. availability of funding or loan/mortgage mechanisms to sustain short-term operations as required)
    • Capital planning process that incorporates elements such as risk assessment, safety, return on investment, strategic alignment
    • Investment fund management and long-term planning
    • Regular review of annual development plans, monthly projections, targets, financial statements, results and budgets with programs, senior management, finance committee and Board
    • Continuous efforts to identify and eliminate cost inefficiencies and implement strategies to increase savings
    • Review/reallocation of resources to meet patient service demands
    • Implement Lean recommendations to support operational efficiencies
    • Focused efforts on revenue and business generation (e.g. parking, preferred accommodation, commercial ventures)
    • Approve and monitor projects, project enhancements and project change requests
    • Rigorous processes for proposals (RFPs)
    • Annual peer benchmarking exercises to ensure funding allocation is not negatively impacted by inefficient management of operations
    • Increase awareness of budgeting, funding and revenue generation throughout the organization


  • Government healthcare funding arrangements and potential changes
  • External financial resources related to:
    • funding
    • grants
    • deficit vs. surplus
    • cash flow
    • budget and variances
    • loans
    • credit status
    • performance
    • peer benchmarking
  • Capital and operating plans, capital spending and over expenditures
  • Financial statements, forecasts, financial variances, audits
  • Leadership dashboards (e.g. operational spending and resources)
  • Service demands, availability, cost per weighted case vs. funding received, volumes by funding sources
  • Significant changes in patient type or patient population or urgent/emergent cases
  • Short-term and long-term investment returns
  • Contingency funds, available reserves
  • Innovative practices around revenue generation and financial planning

[1] As of January 1, 2017

Note: information presented in this document has been taken from the shared repository of risks captured by HIROC subscribers participating in the Integrated Risk Management program.

© 2017 HIROC. For quality assurance purposes.